Abstract
This qualitative study analyses whistleblowing in relation to incidents of racism in one Norwegian Premier Division FC. Focused on stakeholder management, the paper examines: (1) the management of the whistleblowing case and its impact on stakeholders; and (2) how the stakeholders’ roles changed over time. Main findings: a) the failure by the board to act effectively on the original complaint allowed the dispute to escalate; b) the actions of the whistleblower’s colleagues were crucial in forcing a reopening of the case; c) some stakeholders were conflicted by being both stakeowners and stakewatchers; d) the inaction by regulartory organisations (stakekeepers); e) the extent to which power, urgency, legitimacy and homogeneity of interests were crucial in determining the management of the incident; and f) the requirement for stakeowneers to reinforce their de jure ownership with effective, de facto, leadership.
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